Presented to: Mr Sajid Asghar Rana

Training and Development at

DESCON
Adeel Anwar - 101518
Muhammad Usman - 101519
Human Resource Management
Overview

 Introduction
 SWOT Analysis
 Human Resource Development
 Training and Development
 Recommendation
Introduction
 Company
 DESCON Engineering
▪ DESign and CONstruction
▪ Construction and Manufacturing
 Set up in December 1977
 First Pakistani Multinational Company
 Employs over 34000
 Group of ventures
 Project Management, EPC, Engineering, Manufacturing,
Construction, Maintenance, Software Development,
Mining, Chemicals and Trading.
Introduction

 Services
 EPC, Project Management, Engineering,
Construction, Maintenance and Manufacturing
 Locations
 Worldwide
▪ Pakistan, The UAE, Saudi Arabia, Qatar, Oman, Egypt
and Afghanistan
 National
▪ Karachi, Lahore and Islamabad
Introduction

 Joint Ventures
 JGC Corporation - Japan, Enerflex Presson –
Canada, and Eckrohr Kessel – Germany.
 Clients
 Sabic, Aramco, Adnoc, Borouge, Gasco, Qatar
Petroleum and WAPDA, NHA, OGDCL at home
Introduction
 Organization Chart
Introduction

 Vision
 “To become a world class engineering,
manufacturing and construction company
operating internationally”
 Mission
 "To provide our valued customers with cost
effective and reliable solutions in project
implementation and be recognized as the leading
manufacturer of high quality equipment for
plants."
Introduction

 Competitors
 Habib Rafiq Limited
 Rockmore Private Limited
 Century Builders
 Process Dynamics Engineering & Construction Industry
 AL-EMARAT Real Estate & Construction Company
 SKAFS International (Pvt) Ltd
 Al-Arz Estate & Developers
 Pak Real Estate
SWOT Analysis

 Strengths
 A well designed and managed global conglomerate.
 Diverse workforce coming from 5 different nations
with diverse knowledge and work patterns.
 Highly professional environment. Defined and
specialized departments for each and every activity.
 Proper and clear hierarchy and project wise
decentralization.
 Highly professional hiring and recruitment.
SWOT Analysis

 Weaknesses
 Burden of work on the employees that makes
them feel tired and tensed
 Lack of internal collaboration within the
employees.
 Less opportunities to the employees to
participate in all the activities at corporate level
due to the heavy burden of work
 Employee retention issues
SWOT Analysis

 Opportunities
 Can explore the markets of Malaysia and Africa for
its construction and engineering business.
 Can expand its business in the areas Baluchistan
and Gawadar
 Can enter in the businesses of construction in real
estate/ housing societies business
 Can also venture into area of waste recycling
business which will also help it deal with its own
waste dumping problems
SWOT Analysis

 Threats
 The energy crisis within the Pakistan
 The economic crisis or recession results in change
in the policies that could affect the organization
 Any change in trade laws of foreign countries
where Descon is having its SBUs
 The terrorism activities and law and order
conditions
 International war invasion
Human Resource Management

 Core Functions
 Recruitment & Selection
 Compensation & Benefits
 Training & Development
 Organizational Development
Human Resource Management

 Culture & Environment

 Diversity of skills, background, viewpoints and experiences
 From around the world having over thirty five different
nationalities
 Hire the best, based on merit, skills, abilities
 No race, color, religion, gender, national origin and any
ethnic background.
 Encourage employees to maintain their work life balance
 Strongly believe that giving maximum ease to employees
shapes up corporate culture
Human Resource Management
 Quality, Health, Safety and Environment
(QHSE) at DESCON
 DEL understand the value of human life and
sustainable development for healthy growth of a
community.
 Descon’s QHSE program ensures these goals by
exercising zero tolerance for errors in the
implementation of best Industrial QHSE practices.
Training and Development

HRM Audit
 To try to answer such questions as:
▪ Are the mission and strategy of the human resource
organization designed to match the business strategy of
the Descon Engineering Co.?
▪ Does the design of the human resource organization
enhance its ability to accomplish its strategy?
▪ Are the kinds of people who run the human resource
function good choices for the ongoing task?
Training and Development
 Human Resource Development Philosophy
 Believe that team building is a unique strength in
our project management business.
 HR Development plays a vital role in team
building through internal career development
plans and takes full advantage of lateral entrants
Training and Development
 Role of HR Development Manager
 Evaluator: Evaluation of the HRD program’s impacts
and effects on organizational efficiency
 Management Specialist: Management of the
organizational learning system
 Strategist: Responsible for long term planning and
integrating of HRD into the organization
 Marketing Specialist: Responsible for the
advancement of HRD within the organization
through well defined and effective networks
Training and Development
Activities
 Training needs analysis
 Career path development (Career Path for Engineers)
 Succession planning
 Training calendar
 In-House training programs
 Training on various training institutions, Local and Overseas
 Management Trainee and Cadet Engineer Program
 On-job coaching
 Employee counseling
 Internship management
 Event Management
 Long Service Awards (LSA) 
Training and Development
 Descon Training Institute (DTI)
 Fresh graduates
 Project managers
 Departmental heads
 Technical staff
 Potential leaders

 Vision of DTI
 To bring the institute to world class standard in disseminating
quality training and meeting the company manpower
requirements & gearing the economic growth of the nation.
Training and Development
 Objectives of DTI
 To promote study & application of professional
principles and practices
 To disseminate training for technical
advancement & technology
 To exchange & share knowledge, research,
techniques, information and skills
 To cooperate & collaborate with local and
international institutions, bodies & agencies
Training and Development

 DTI: Internship Programs

 Preparing and giving limit to exposure to future
potential human resource
 Comprehensive 4-6 weeks internship program
every summer
 For engineering as well as management students
 The Interns are given exposure to actual systems
so that they can improvise theoretical knowledge
learnt at campus with real time practice
Training and Development
DTI: Fresh Graduate Training
 To meet future human resource needs by employing fresh
graduate engineers
 Trained by making them understand vision, mission, goals,
business processes, and policies of the company
 Supported by eight full fledged and detailed-training modules
 Provides each individual an effective platform to gain useful
knowledge in the shortest possible time
 Management trainees hired as contractual employees under a
3-year service bond with 1 year classroom training and 2-year
fieldwork
Training and Development

 DTI: Orientation Program

 History, policies, practices, rules and regulations of
the organization
 An overview of the department, the employee
joints
 An introduction to the work environment, co-
workers, superiors, and sub-ordinates.
 length of the program depends on the employee for
whom the program is conducted. i.e. local,
foreigner
Training and Development

 Designer
▪ Head of HR Department
▪ Training Specialists
▪ Immediate Supervisor
▪ Head of the Department in which the employee is selected
 Orientation Program: Process
▪ Need determination for orientation program
▪ Designing of orientation program
▪ Implementation of orientation program
▪ Analysis of orientation programming and development
Training and Development

 Training and development Programs

 To remove these weaknesses
 All the training cost is incurred by the company
 Trainings are in-house or in other institutes
 Training Need Assessment
▪ Process period is lesser then six months
▪ Investigated strength and weakness of employees
▪ Trainings decision are made through employee’s self
assessment, performance record, and questionnaire.
Training and Development
 Training Design
▪ After Need Assessment
 Setting Objectives
▪ Goal oriented and Specific
 Developing Lesson Plan
▪ Activities of training
 Selecting trainer/leader
▪ Internal / external trainer
 Selecting program methods and techniques
▪ In-House training
▪ On-the-Job Training
▪ Program Conducted Abroad
Training and Development
Rotation plan
 18 months rotation program
 For Engineers
General trainings
 Project Management Training
 Supply Chain Management for Commercial Managers
 Proposal & Estimation
 Contracts Management
 HSE for Line Managers
 Finance for Non-Finance Managers
 HR for Line Managers
 Project Planning & Scheduling
Training and Development
 Criteria for training Evaluation
 The impact of training is evaluated at the end of
the training by HR team
 The feedback and evaluation given by the trainer
 The performance appraisal
Training and Development

 Career Advancement
 Management Evaluation Scheme (MES)
 Career ladders of employees are developed and
succession planning is done to identify future
leaders.
 Fresh graduates are also developed as a potential
resource
▪ Planned rotations
▪ Mentorship.
Recommendations

 Training CDs should be provided including

reading material, videos, pictures and
diagrams.
 Database of the trainings imparted should be
prepared
 Transfer of training should be emphasized